This dynamic panel explores Point of Care (POC) as a strategic linchpin in modern healthcare marketing. Discover why Point of Care marketing (POC) is the foundation for meaningful healthcare engagement in an increasingly fragmented landscape. As the pressure to connect with patients and providers grows, this session explores how POC delivers unmatched impact at critical decision-making moments. Brand leaders share real-world success stories and measurable outcomes to demonstrate POC’s role in impacting engagement, patient trust, and business results.
Benjamin Asson ▷ 0:08 Thank you, Nicole. I hope you’re all sufficiently comatose for the next discussion, but thrilled to have you here. So, so far, we talked about a lot of great topics this morning. A lot of aspirational plans, ideas, right from execution to measurement. We’re going to spend the time today talking a little bit more about the how we get there, not necessarily the what, but we have a diverse set of panelists from different parts of the ecosystem and to spend some time sharing best practices, case st pitfalls and what we’ve learned along the way to he much wisdom and experience to the group as we c
Benjamin Asson ▷ 0:48 I will let my panelists introduce themselves and then we’ll kick it off.
Yuri Hsu ▷ 0:51 Hi, my name is Yuri Hsu. I’m the director of Consumer marketing from Bristol Myers Squibb. So I’ve managed friends from cardiovascular to immunology and now a hematology brand. Prior to joining the Wonderful World of Pharma, I came from the consumer packaged goods.
Yuri Hsu ▷ 1:07 I was there for 10 years. Yay. Do we have some CPG folks?
Yuri Hsu ▷ 1:14 So I’m so excited to be here and can’t wait to share more about my experience.
Alexander Goldman ▷ 1:19 Hey everybody, I’m Alex. I am from Bayer. I have been at Bayer for the last four to five years working across all brands on the pharmaceutical side, prior to being at Bayer, I was at phm. So I have a lot of pharma background.
Katherine Freeley ▷ 1:41 Hi, I’m Kathryn and I am a head of media for Boehringer Ingelheim, overseeing all our business units, both human pharma as well as animal health. I also have a CPG background. So yay, cpg. Again, happy to be here.
Liz Dexter ▷ 2:00 Hi, I’m Liz Dexter. I am a vice president and I oversee the point of care phm. I also sit on the industry advisory council for p
Benjamin Asson ▷ 2:13 Very good. So thank you all. Great diverse experien perspectives.
Benjamin Asson ▷ 2:18 So let’s start with some kind of best practices, right? Things that you’ve learned along the way when it comes to the execution. Liz, we’ll start with you and we know so much goes into proper planning and the consideration process that leads us to point of care, the promotion, all the different platforms and venues. How do you determine the relative importance within an integrated multi channel or omnichannel mix that point of care plays?
Liz Dexter ▷ 2:48 Yeah, that’s a great question. So the first thing is that I think that sometimes we see as a bit of a hurdle for point of care is that it’s not built into a lot of the planning tools right in Terms of channel planning, we know everyone in this room knows how special health is and how special and unique point of care is. So really what has to happen is in those initial planning, like in that initial planning phase, point of care has to be part of the conversation. So you do have to adapt for it because it’s not built into these industry tools. So what we do is we have our marketplace leads, really have a seat at the table with the strategy and clients, right, the strategy team and the clients to make sure that everyone’s aware of where point of care spend should be from the beginning of the conversation. Because when it’s added as an add on, like, oh, just tack on a million, tack on 5 million, it really does a disservice to the channel.
Liz Dexter ▷ 3:48 So we need to pull through some really valuable marketplace insights to make sure that we have the right budget for the brand. So what does the competitiveness look like, what in available, what channel settings are going to be use poc, like the mix of point of care tactics. So I think t important is bringing that in from the beginning, ne on.
Benjamin Asson ▷ 4:11 Right? Very intentional from the beginning, right?
Benjamin Asson ▷ 4:14 You have to plan for it. You have to have the right folks, the right stakeholders at the table, right. And identify that great point about. Right? Not just at the end as an afterthought.
Benjamin Asson ▷ 4:25 Write editing when the playing tools can’t. So thank you, Katherine. Kind of shift to you. So we often know, many of us experience in this room, we don’t always have the budgets, right? We have the desire, we have the experience that suggests that whether it’s point of care or any other channel or tactic, that we don’t always have the budget to work with all the partners to work with all the platforms that strategically make sense.
Benjamin Asson ▷ 4:50 How do you identify when it comes to testing and learning in the point of care space? Specifically, how do you approach that in working with the marketplace, the communities to build right and meaningful test and learn opportunities?
Katherine Freeley ▷ 5:05 I always encourage my brands as well as my agency partners to look at the marketplace holistically and design the same sort of framework to evaluate all the partners. Because very often, as you probably will agree with me, what happens is a brand comes and says, oh, and then just add this to the mix. And truthfully, you can of course add a partner to your media existing media plan.
Katherine Freeley ▷ 5:34 But truthfully, at this moment, when it’s sort of given to you by that brand, you don’t necessarily know whether thi partner for that particular media plan. So what we assess the entire landscape and have the same me framework how we actually evaluate all the partner able to add the right partner or partners depending size for that particular campaign or for the objectiv particular media plan. And I think what’s really imp identify within your framework or landscape how you evaluate the partners, what is the main KPI or what is the main objective for point of care partners, where should they play? Because then that obviously connects with the measurement and that’s the only good way how you can then evaluate how these campaigns work or how does partner perform versus the other partner and then you can build a holistic plan plan within the point of care.
Katherine Freeley ▷ 6:47 And to your point, maybe not as an add on, but actually then as a holistic part of your overall campaign.
Benjamin Asson ▷ 6:53 Very insightful. So many times test and learn or pilot can be synonymous with I’m just going to spend a little bit of money. But if you can’t measure it and if you don’t have the right KPIs to identify it, then you’ve wasted that money. Right.
Benjamin Asson ▷ 7:08 Because we’re going to be in the same spot six months, 12 months down the line.
Katherine Freeley ▷ 7:11 Absolutely. And you know what I would like to also add, I think what often happens, we do those tests but we forget about the learn part. So a lot of time we don’t build the repository of the learning and then the next brand comes and they’re like, well, I just want this partner. And you’re like, yeah, I know I did this.
Katherine Freeley ▷ 7:31 I’m not sure exactly what the outcome of that test was. So just wanted to highlight that the learning agenda, cascading this with other with the brands in your portfolio and having where in our case it’s the media center of excellend try to keep all these learnings and results to share brands.
Benjamin Asson ▷ 7:54 Yes, very well said, Alex. We’ll shift a little bit to messaging and point of care and we talked about it already. We’ve heard a lot of the participants in the previous discussions talk about whether it’s about adapting messaging.
Benjamin Asson ▷ 8:09 If you don’t have something, it’s very flexible. But many times we know that is a pressure that where you encounter resources are limited, the asset mix is limited. What in your experience, how have you been able to navigate that at times when you have a set of assets and the pressure is piling up to use and leverage that in the execution itself.
Alexander Goldman ▷ 8:30 Yeah, great question. So best practice obviously would be to have creative that is specifically for point of care.
Alexander Goldman ▷ 8:37 But show of hands here, how many of us actually have assets that we are that are solely developed for point of care?
Alexander Goldman ▷ 8:48 That’s what I assumed. So we are all repurposing existing creative in some way in our point of care marketing. Our television spot did a great job of making the brand aware. Right. You actually got them to the doctor’s office.
Alexander Goldman ▷ 9:03 But does that same television spot have the power to actually get them to ask the question of the doctor when they’re actually meeting with them or your display advertisement towards your hcp? It did a great job of educating the hcp. They clicked on your site. But then are you going to really use that same EHR environment where you’re not going to see an bear, one of the things that we’ve done is really tak walk run philosophy.
Alexander Goldman ▷ 9:36 We started in the crawl where we were able to take a look at all our creative and really map out where that creative landed within the various different funnels that we talked about earlier today, similar to a technique that is being leveraged now. If you’re familiar with the Medscape 1 program or DOC dynamic through Doximity, you’re taking all of these assets and aligning them to the right place, the right time, with the right message. So we then move from there into the walk phase. And in the walk phase, what we’re doing is taking those assets that we know have worked or earlier and putting them in to like changing the CTA or changing the audio just a little bit enough to be able to get to that next level. We’re not there yet.
Alexander Goldman ▷ 10:30 But the final would be creating assets, the run phase. Creating assets for Point of Care specifically. But I don’t think that’s a hard ask. Right. Five years ago, you think about where Social was.
Alexander Goldman ▷ 10:43 Nobody was creating ads that were horizontal. Right. They were just taking their vertical ad. Now when you do photo shoots, you are taking Social into consideration. So what’s to say if this is a tactic that works really well for your brands, that you shouldn’t be taking those assets and developing more during that time of creating those assets?
Benjamin Asson ▷ 11:05 So great analogy to social, right? And again, didn’t five years ago, going through many of the same challenges, Yuri, when we were preparing, I think you a lot of passion for how do we plan for this? We know that that’s a very simple concept in theory, but proper planning, budget setting on the brand side, on the marketer side. How have you been able to think about it?
Yuri Hsu ▷ 11:27 Yeah, I really like the way that you framed it.
Yuri Hsu ▷ 11:31 I think it’s totally right. I was hoping to be able to provide the perspective from the brand marketing when we actually use and repurpose the existing asset and why we did it. And the first culprit is the budget. We all have limited budget and sometimes we don’t have budget to be able to execute brand specific. The POC specific contents and the messaging.
Yuri Hsu ▷ 11:56 But that’s not all. I was thinking back to my experience when I intentionally repurposed the assets. And I think there’s couple examples that I came up with. One is the speed to market. So I worked in a CV brand that was a mega brand that served 12 million patients.
Yuri Hsu ▷ 12:14 I think you can guess what that is. But that was. The speed was key. We had to make sure that we’re in the right offices and we didn’t have luxury of time to be creating the right message. We just had to be there.
Yuri Hsu ▷ 12:26 Right. And we all purchased some our media differently. But this, the example I’m using is a TV TV ad. And we had to make sure that we’re going to the offices that we’re targeting. And that’s when we really could not take time to develop those specific messages.
Yuri Hsu ▷ 12:42 That’s one example. Another example that I could think of was the brand awareness. I think it has a lot to do with the brand cycle. So I worked on a product that was just launched for us. The speed was important because the brand awareness is the most important job that we had to accomplish in Point of
Yuri Hsu ▷ 13:00 So what better thing to use other than the TV ad th the, you know, out in the market. Right. So that you that cohesive presence, what you’re watching in th and you’re seeing the same ad in the Point of Care so that it reminds you about the brand name and the brand awareness. So those are the examples that I wanted to share with you guys that when we actually purposely repurposed assets.
Benjamin Asson ▷ 13:27 So I think it just goes back to there are circumstances at times beyond our control.
Benjamin Asson ▷ 13:32 But taking the time to think through it systematically, to go through a journey, to be deliberate in what assets within your arsenal you’re using versus just defaulting to we’re going to use the same banner or the same TV spot. You might have to. But being very selective in how and what platforms you deploy it in. So shifting gears a bit, focusing on again a lot of component parts that come to proper planning and proper execution. Targeting is a really critical, you can argue the most critical thing at the beginning of any campaign is identifying who and where in what format.
Benjamin Asson ▷ 14:09 So Liz, can you help talk to us about, from your example or your experience, a particular campaign where you really kind of had to think, think a little bit outside of the box beyond the traditional sense of getting a list and top deciles and let’s just go and spray and print.
Liz Dexter ▷ 14:25 Yeah, I mean, I think anyone that works with me knows that targeting is my biggest passion in work.
Liz Dexter ▷ 14:35 So one of the things that we ran into is we had a br needed to, when we were briefed by our clients and teams needed to achieve double digit growth. Part was that this wasn’t a new brand, it wasn’t in launc frankly we had already exhausted a lot of our core that lowest hanging fruit mentality, that is done. We change the way that we’re thinking about targeting. So obviously this didn’t start with point of care.
Liz Dexter ▷ 15:04 This started with brand strategy. But then in terms of how we went to market and how we implemented point of care changed drastically because we had to adjust. We couldn’t go to the top decile writers because we knew those offices, those patients, they were already paid, they were already on therapy. We didn’t need to be there. It was preaching to the choir at that point. We reevaluated how we looked at targeting again with our clients, with our strategy teams, not in a silo. And then what we did was we were looking at those areas of growth, starting with the patient. So these are, we had to start looking at patients that were going to be harder to get on therapy. A lot of these are historically underserved.
Liz Dexter ▷ 15:49 So we had to change our tactic selection, our messaging and our targeting to make sure we were in those offices that are harder to get into with the right message for that patient. So we use social determinants of health data that will be layered into the target list as well as areas where we knew we had to grow and we had a lot of room to grow. So we really shifted that strategy and we adjusted again tactics. So we knew that we had a lot of Spanish speaking Hispanic patients who we needed to reach. So we worked with our point of care partners to, to identify tactics and messaging that would resonate with them, like in language, contextually relevant, authentic content.
Liz Dexter ▷ 16:37 And we went into those offices, we had quite a bit then ultimately what we did was we did obviously n we saw a huge growth in volume in terms of increm patient starts. And then we also saw 56% reduction incremental new patients cost per incremental new So really great results. And it was really shifting from that typical go to market approach to go to that underserved offices.
Benjamin Asson ▷ 17:10 Chasing the volume. Most volume comes here. Let’s start from the top. But that wouldn’t have worked in that scenario because you’re a mature brand and you have aggressive goals. Yuri, you talked about some other non conventional approaches and placements that you had to use to solve a brand challenge.
Benjamin Asson ▷ 17:28 I’d love to hear more about that.
Yuri Hsu ▷ 17:30 Yep, I had a great experience in working in a mega brand, serving so many patients. Now the brand that I’m working on is a rare disease brand, the hematology brand. So the first thing I noticed when I came over was the absence of the upper funnel tactics. So when I was doing the CV product there was a wealth of assets and the channels and you name it, right?
Yuri Hsu ▷ 17:57 From TV down to print, down to the digital, everywhere. But that’s one thing I noticed and I was thinking about how do I optimize a POC to really reach to the people. And then I thought that I came. We came up with a great idea that maybe we can think creatively. So usually I would just go for target offices.
Yuri Hsu ▷ 18:20 Right, you go to the target offices. Who has the largest volume of patients, who doesn’t have an access for the reps so that we can speak louder when reps are not there. But we tweaked that thought a little bit and we thought that maybe I can pseudo upper funnel channel through the point of instead of going to the target offices, which is whe funnel, we thought that it came from the patient ins matter where you are in the patient journey, either y diagnosed or not treated or diagnosed or undertrea always have to go to the blood lab to get your blood we saw that Quest Diagnostic or LabCorp Type of office is a huge opportunity of maybe this is our performance space.
Yuri Hsu ▷ 19:07 So that’s what we did. Instead of targeting our target offices where our ACPs are, we selected five top DMAS overlapping the highest volume ACPs and the patients. And we activated those blood labs to air our online video that’s created specifically for the point of care. So we’ve seen a huge success and, and I’m happy to share that we are working on the CTV campaign this year. We’re really excited about it.
Yuri Hsu ▷ 19:38 But until that CTV spot is available, it really helped us A lot to reaching more patients.
Benjamin Asson 19:45 Both such amazing examples. And I love the creative thinking. You can tell and hear the strategy, the preparation that went into the execution even before you got to market. Right.
Benjamin Asson ▷ 19:55 Just really unconventional approaches. Sometimes things don’t always go as we intended. You have great strategy, but things can fall apart in the execution. So Alex, of course shifting to you.
Alexander Goldman ▷ 20:08 Right, I got the question of when things don’t go right.
Benjamin Asson ▷ 20:11 As the self proclaimed troublemaker of so what are some of the learnings from a campaign that you felt we really hit the strategy. We had a great idea and an approach just didn’t qu Maybe what were some of the things you learned t learn from?
Alexander Goldman ▷ 20:27 Yeah. So has anybody played the game telephone you start off with a sentence and by the end of the nothing like what you expected it to be?
Alexander Goldman ▷ 20:38 That is exactly what media planning is. So you start with a brand brief. In that brief it does. It doesn’t give you media objectives, but it gives you a strategic imperative which says that this brand needs to be number one by the end of this year. That then goes to the media planning team where then the media planning team needs to come up with a media objective to suit that goal.
Alexander Goldman ▷ 21:08 So then they’ll work with their partners and come up with some really great ideas. The will then take those great ideas and present them to the brand team. The brand team will then use what their envision of it is. And so now it has changed just a little bit again playing that game of phone telephone. Then the brand team takes that to the creative agency.
Alexander Goldman ▷ 21:34 Creative agency then creates that and then the creative agency puts that in front of the MLR team and then it really gets watered down. So that is what happens and that’s where the problem lies. So some of the solutions to maybe help that is, is it possible to get the people that it touches later in that journey involved sooner? So can you not involve PRT or the creative agency and get them to meet with some of the partners that are in this room a lot sooner? Not necessarily to say like this is what your media buy should be, but to get them inspired, to get them thinking about what this product can really do or what this brand can really do in these various different channels.
Alexander Goldman ▷ 22:23 So I think that’s a great way to circumvent some of that happen down the line when things go wrong.
Benjamin Asson ▷ 22:31 Very good. How many of us have all heard this isn’t budget or my TV budget is this or my digital budge It’s a very siloed universe and a way of working and there’s one or a hundred reasons why organizations plan this way.
Benjamin Asson ▷ 22:51 Kathryn, love to hear from your perspective and what you’re kind of looking at internally, how do you ensure that there is less, fewer silos. Right. And a more integrated approach to proper budget distribution.
Katherine Freeley ▷ 23:02 Right. So I came From CPG and CPGs a while ago, figured out they usually had small, less money than pharma companies that in order to be really effective and efficient in their messaging, you need to integrate all your media channels, all your creative, all your PR and really look at your critical success factors from the brand standpoint of view and right away start sort of distilling them towards all of those channels.
Katherine Freeley ▷ 23:35 So the planning stage, connecting the channel planning to the brand objectives happens sort of very early on and all those KPIs are being co created or co planned together and then all the channels are supposed to to be more orchestrated and then efficiency of messaging and content delivery reach comes a little bit more naturally. On the other hand, when I switched to the pharma companies I was to a rude awakening because here was the person that was responsible for media, but guess what, she was not or he was not responsible for digital. And then PR is just, just a department on its own that actually just has a global responsibility and actually reports to pr, which was a novelty to me. So what we started to do within our own ecosystem and it’s not, you know, it’s easier said than done because obviously we all work for really large organizations, people have and have been structured that way for years. So it’s ver come and now change the direction of how our me how this game of telephone is being sort of execut
Katherine Freeley ▷ 24:57 But at Boehringer, with our agency partner omd, we’re really trying and it maybe is even a little different but from the media standpoint of view, we’re trying to plan campaigns in a more integrated and holistic way and, and even bringing our PR partners early on to the game and our creative partners early on to the game. So we can think about it more from the integrated campaign view versus all silos planned together. And then guess what? Oh what is the media channels that you’re going to execute this in. Right.
Katherine Freeley ▷ 25:31 That’s usually what happens, what was happening before we found that this approach, it’s not easy and we’re in the early stages of development but I’m really surprised how actually impactful that has been to my leading brands because they really do see that you can start looking holistically of how all the agency partners and how all the internal teams kind of come together and start translating the critical success factors to really what is that, that objective for media, for creative, for the right messaging at the right moment and then PR actually supporting our media campaigns and then paid media giving some amplifications to PR at the same time. So we’ve had quite great success with this early stages, but really good feedback coming from a little bit different way of thinking.
Benjamin Asson ▷ 26:34 Awesome. Really good. All right, looking at the clock, we got a few time for a couple left.
Benjamin Asson ▷ 26:41 It wouldn’t be a panel discussion in 2025 if I didn’t use the word omnichannel. But Yuri, I know you’ve shared in a lot of our prep sessions. There are some really effectively omnicha campaigns you’ve been able to deploy and would l share an example of one you’re particularly proud it successful? What were the channels and some of that were part of that Omni channel ecosystem?
Yuri Hsu ▷ 27:08 So I think the fact that I have a CPG background really helped me to understand the importance of the point of care because to me, the very first thing I learned is that point of care in pharma is in store in cp. What I learned is that, you know, except some of the iconic brands, consumers don’t make their final decision until they are standing in front of the shelf. So that’s the power of the in store tactics and the strategy. And that’s why to me, point of care was always the fundamentals of my. It was never add on.
Yuri Hsu ▷ 27:44 I was not that person. I would never throw it at him. So. So I think having said that, to me, point of care is where everything comes together. So it’s a connective tissue.
Yuri Hsu ▷ 27:59 Of course, I think someone from the previous panel talked about it. It’s a very special and unique area where the patients and the ACPs, there’s a connectivity there, right? You can target them both and you can speak to them both. To me, it’s also a connective tissue. Every single patient journey as well as every single stage of the funnels.
Yuri Hsu ▷ 28:22 So you’re throwing your alpha funnel tactics from the TVs and the print of the world and you shepherding them down to the all the way down to the narrow right before that impactful like the point of prescription. So point of care messaging and the contents is really what’s making everything together. You’re wrapping nice bow together. So I think speaking of omnichannel that’s where omnichannel tactics and the messages and contents married up together to make that pretty bow right before the decision is made.
Benjamin Asson ▷ 29:01 Final one.
Benjamin Asson ▷ 29:02 And then we’ll open it up for questions and look for you to all the panelists for great experiences. Alex, about game of telephone. There are so many different stakeholders, so many different groups. Early communication is important.
Benjamin Asson ▷ 29:21 Any kind of techniques. How have you been able to get those folks together when in the planning process or what are some of the methods of enabling that early infrequent conversation to happen?
Alexander Goldman ▷ 29:35 Yeah, you know I think it comes down to trust and trust amongst everybody. I’m actually very fortunate to have joined Bear when they decided to in house their media and what I have learned is that there was a little bit of lack of trust between the partners, its agencies and the brands. So being able to to work alongside what I’ve learned is that there is a false sense of trust sometimes between certain groups and being able to work together in order to build that trust together can help set everything much higher.
Benjamin Asson ▷ 30:20 I think access to the same conversations trying to avoid the telephone of great media agency as this conversation. I’ll forward an email some direction to invite people to the same conversation together. Right. Plan for that conversation before you’re going into that so we can come up with a common objective going into that dialogue. Some great examples.
Benjamin Asson ▷ 30:43 Thank you. Okay, I think with that we’re kind of ready for some questions. We’ll start with anything in the audience before we go to slido.
Benjamin Asson ▷ 31:00 See, it’s the post lunch coma I was so fearful of.
Benjamin Asson ▷ 31:06 Linda.
Participant 6 ▷ 31:10
Linda, it’s not as much a question. Just almost a thank you and how refreshing it is and I wish we could bottle this feeling.
Benjamin Asson ▷ 31:15 I’m also ex proctor so ccg I think there’s a lot of analogies and I was just saying like cpg there’s the whole path to Purchase Institute and I would love any thoughts that you have on how we mirror and build something like that for pharma because I couldn’t agree more.
Participant 6 ▷ 31:32 I use that analogy all the time. That point of care is to pharma what the store shelf is or should I say was at one time to cpgotc and just all of your comments when you’re Alex was saying how do we inspire people. I’m inspired. I think we’re all in the room inspired by all of your comments. So how do we bottle that?
Participant 6 31:51 Spread it, get it out. Because you’re right, it’s logical, it’s intuitive, it’s the connective tissue. I wrote a lot of quotes but would love your thoughts on how we get that feeling and this energy and inspiration that you brought to us, to the rest of the industry.
Yuri Hsu ▷ 32:07 I try my best, but thank you. Thank you for the acknowledgment. So coming into pharma, Breaking into pharma was not easy and I think you guys all know that pharma is very siloed industry. So I find myself very fortunate to be able to bring in my and my skill sets into pharma. And what I try to do that really bringing the importance of the patient m general and really talking to them more about it and them to open their eyes.
Yuri Hsu ▷ 32:44 I think more examples that you share. You’re right, it’s intuitive when you start explaining they get it. They’re the consumers, they’re the one in front of the shelf spaces. So they get it. I think it’s how do you make the connection between CPG and the pharma so that what works in CPG works in pharma as well?
Yuri Hsu ▷ 33:03 Of course I am not downplaying the differences of the brand choices of the detergent cat litter. My brand was cat litter, guys. The selection of the cat litter and the life saving medicine is very different. But I think the fundamentals of the marketing is the same.
Alexander Goldman ▷ 33:18 Yeah, I would agree with you 100%.
Alexander Goldman ▷ 33:20 I think it’s, you know, the brand teams, at least from my perspective of the agency I worked at and here, you know, the brand teams are there for a certain amount of time and then they kind of swap out and then you have a new one. So it’s really a matter of showing them what’s out there, educating, bringing this stuff forward to basically the team down at the end of the line. Because I think the media folks get it and it’s just a hard time just trying to sell it down the line continuously until it reaches the appropriate.
Benjamin Asson 33:51 Person that topic just to weigh in a bit. Don’t wait till brand planning season to start ideating, to start having conversations.
Benjamin Asson ▷ 34:01 Think about it like a 12 month. Yes, you have eventual make decisions but start having those dialogues an find transformative ideas early and often and discuss bring them to clients well before brand planning. St with the partners in this room. I think the earlier we you can start to create more of those maybe inspira transformative programs. A couple questions.
Benjamin Asson ▷ 34:29 One first one from Slido. Are you planning to increase your spend on POC based on potential concerns regarding pharma TV advertisement and will this influence your creation of specific ads for PoC?
Alexander Goldman ▷ 34:44 I can start since I kind of raised it. At Bayer, we don’t.
Benjamin Asson ▷ 34:49 You’re the plant.
Alexander Goldman ▷ 34:50 Yeah, exactly.
Benjamin Asson ▷ 34:51 OK, good.
Alexander Goldman ▷ 34:52 At Bayer we actually, believe it or not, we don’t really spend a lot on linear television anymore. We’ve pulled away from linear television. We do consider connected TV a better way to reach our audience.
Alexander Goldman ▷ 35:06 So no, we don’t plan to reduce our spend on connected tv, but that doesn’t necessarily mean that we’re looking either to change our creative again. At bare things need to be tested and until everything can be really proven out by what was talked about during the first panel of Is it positive from an MMX perspective, only then will brands say, okay, it’s worth the investment to me to create a separate ad unit in order to have that ad.
Katherine Freeley ▷ 35:46 Unit available for us. POC showed really great resul TRX and vrx and I think that we are trying to actuall vendors, more partners to the mix because it just s good results in a holistic overall plan that that didn’ before. We did the media plan and then they asked us, the brand asked us to add the POC partners or partner I should say.
Katherine Freeley ▷ 36:22 And because of the really preliminary good results, we are now putting point of care partners into the overall the preliminary plan to actually get like the overall ROI from that integrated plan. And so it happened really more from head really works and it produces results and that’s why POC became part of our upfront planning, effective testing and learning.
Benjamin Asson ▷ 36:55 Measurement planning, get the results and implement right. So amazing. Well, I think we are out of time.
Benjamin Asson ▷ 37:02 Thank you all the panelists love hearing your experiences.
Benjamin Asson ▷ 37:09 Enjoy the rest of the day everyone.
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